Marketing industriale e direzione d'impresa

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1 Marketing industriale e direzione d'impresa Modulo di: KNOWLEDGE MANAGEMENT & VALUE CREATION (Frosinone ott-dic 2012, 18 hours 2 CFU) PEng. PhD. Francesco Rogo LEZIONE 4 - parte 1 f.rogo@unicas.it 1

2 KNOWLEDGE MANAGEMENT KNOWLDGE PROCESSES CREATIVITY & INNOVATION INNOVATION & VALUE CREATION LESSON III CREATIVITY Creativity and innovation Individual and Organizational Improvement tools for creativity LESSON IV OPEN INNOVATION (<- Today Lesson PART I) Case Study, Innovation Model, Community of Innovation INTELLECTUAL PROPERTY IP STRATEGIC MANAGEMENT

3 Index Innovation Finmeccanica case Open Innovation Model Process and Model Organization Key Factors

4 Is innovation risky or not? Some considerations Innovation is positive when linked to firm performance, enabling revenue growth and/or profitability improvement Organizations have difficulty with innovation (but avoiding it could be worse) Innovation productivity appears to be always lower than desired R&D is only a part of the innovation story Badly done innovation may waste resources A 360 approach is most likely to succeed when innovation is: well integrated in the specific context outside and inside the company; properly aligned to strategy, processes, skills, technologies, organization & culture within the company. Not innovating is riskier than innovating

5 At 31 March 2012 FINMECCANICA TODAY Finmeccanica is a leader in the high technology sector and ranks among the top ten global players in Aerospace, Defence and Security. With about 70,000 employees worldwide, Finmeccanica generated in 2011 revenues of approximately EUR 17.3 billion (2 B in R&D) HELICOPTERS DEFENCE AND SECURITY ELECTRONICS AERONAUTICS SPACE AgustaWestland AgustaWestland Tilt-Rotor Company NHIndustries DRS Technologies SELEX Elsag SELEX Service Management SELEX Galileo SELEX Sistemi Integrati Alenia Aermacchi SuperJet International ATR Eurofighter GmbH Telespazio Thales Alenia Space Revenues EUR 3,915 mil. Workforce 13,303 Revenues EUR 6,035 mil. Workforce 27,314 Revenues EUR 2,670 mil. Workforce 11,993 Revenues EUR 1,001 mil. Workforce 4,139 DEFENCE SYSTEMS ENERGY TRANSPORTATION Oto Melara WASS MBDA Ansaldo Energia* AnsaldoBreda Ansaldo STS BredaMenarinibus Revenues EUR 1,223 mil. Workforce 4,066 Revenues EUR 981 mil. Workforce 1,872 Revenues EUR 1,877 mil. Workforce 6,876 (*) In 2011 Finmeccanica sold 45% of the share capital of the Ansaldo Energia. As a result of this sale, Ansaldo Energia Holding and its subsidiaries have been consolidated on a proportional basis as of the transaction date. 5

6 Innovation for Finmeccanica Creativity x Execution = Innovation = Creation of new value If you have a score of zero on either one of them you have no innovation Can t be left to chance Linking Innovation Strategy to Business Strategy is critical. Innovation, meant as an underlying and continuative practice rather than as a temporary exercise, Essential Innovation is a requirement for Finmeccanica to maintain competiveness on the market. not choice for them! Vijay Govindarajan appointed as General Electric's Chief Innovation Advisor.

7 The dimensions to monitor Innovation processes need to be in place and well managed e.g.: Idea creation, scrutinizing and selection Technology research IPR valorization Product development Product commercialization Innovative companies understand the value of internal and external resources and plan their growth in terms of skills Business culture is key to foster creativity and innovation STRATEGY PROCESSES RESOURCES TECHNOLOGIES ORGANISATION BUSINESS CULTURE A comprehensive innovation strategy assumes clear business objectives and a well balanced portfolio of technologies Well balanced portfolio means the right selection / mix of technologies and IPR, both internal (enabling) and in partnership (e.g. Academia) Organization structures, reward systems, and the degree of autonomy, all contribute to the expectations and operation of the innovation effort

8 Finmeccanica Strategic Framework Strengthening Global Positioning Acquisitions JV Technologies Processes Internazionalization Investments Innovation Markets Products Competitiveness Profitability Integration/Synergies Extracting value from business Value Creation Customer Satisfaction

9 Technology and Innovation Governance: Main Pillars 1. Innovation and R&D Strategy Plans Technology Appraisal: positioning, tech ambitions and gaps. How to bridge the gaps (activities, time, costs) Alignment of the technology strategy with the strategic plan Identification of priorities and risks analysis IP Management 2. Communities: Sharing best practices Research of R&D synergies Identification of synergies among the companies Common Technology Platforms Integrated activities and projects? 3. Collaborative Projects: Corporate Projects (cofunded by Finmeccanica Corporate) Big Theme Projects 4. Product Policy: Monitor evolution of Systems / Products / Services of OpCos Validate the Product Business Plans Support OpCos in the optimization of their Systems / Products / Services portfolio

10 Unconventional Engine for Value Innovation

11 An organizational model based on Communities of Innovation aimed at promoting the open innovation in a traditional, conservative (and sensitive) sector such as the Aerospace and Defence. The case study presented here after is MindSh@re, A project that implements the technical knowledge network of Finmeccanica Group, a meta-organization to foster innovation (among internal and external resources, academic researchers, suppliers, partners and competitors ) 11

12 RETHINKING KNOWLEDGE CREATION (Nishida, Skimizu in 90 Nonaka-Konno ) The Ba can be thought of as a shared space for emerging relationships. knowledge creation emerges from interactions among individuals Knowledgecreation plays a key role in value creation It is not restricted to a physical place. Interaction between internal and external Ba provides a platform for advancing individual and collective knowledge 12

13 COMMUNITIES OF PRACTISE Communities of practice (CoPs) are defined as knowledge creation and sharing networks differ notably from conventional units of organization informal relationships informal membership fluid and self-organizing in nature and workflow When appropriately supported by a more formal organisation, Communities of Practice are one of the major building blocks in creating, sharing, and applying organisational knowledge. Communities of Innovation: Individuals with a common goal: the generation of innovation (value creation) 13 The concept of practice refers to the dynamic process through which individuals learn how to do their jobs by actually performing tasks and interacting with others performing similar tasks (Lesser and Prusak, 2000).

14 COMMUNITIES OF INNOVATION Communities of Innovation can be considered one of the supporting organisational forms for innovation: specifically dedicated to the support of innovation, often are a compound of people belonging to different domains work greatly through collaboration with other communities, organizations, and also communities in other organizations more similar to X-Teams (strongly adaptive and external-oriented) The evolution from Communities of Practice towards Communities of Innovation can be extended to an organizational perspective with the aim of supporting open innovation Difference between traditional innovation and open innovation Open innovation needs a different mindset and company culture than traditional or closed innovation. 14

15 Open Innovation Principles Closed innovation Principles The smart people in our field work for us. To profit from R&D, we must discover it, develop it and ship it ourselves. If we discover it ourselves, we will get it to market first. The company that gets an innovation to market first will win. If we create the most and the best ideas in the industry, we will win. We should control our innovation process, so that our competitors don't profit from our ideas. Open innovation Principles Not all the smart people work for us. We need to work with smart people inside and outside our company. External R&D can create significant value; internal R&D is needed to claim some portion of that value. We don't have to originate the research to profit from it. Building a better business model is better than getting to market first. If we make the best use of internal and external ideas, we will win. We should profit from others' use of our innovation project, and we should buy others' IP whenever it advances our own business model. Difference between traditional innovation and open innovation Open innovation needs a different mindset and company culture than traditional or closed innovation.

16 Open Innovation in Finmeccanica Also Finmeccanica has an interesting best practice based on the Open Innovation Model Innovation is a requirement for Finmeccanica, supporting its vocation in technological excellence and increasing the Group's ability to overcome market challenges. Innovation, meant as an underlying and continuative practice rather than as a temporary exercise, is the main feature of Finmeccanica's industrial action. A fundamental element in fostering innovation routes is provided by the MindSh@re project: a Tech Governance process to enhance common technological capital, designed with the aim of connecting people in a knowledge network Which multiplies the possibility of generating new ideas, products and talents, and is the engine for a real value innovation through "communities", a meta-organizational model focusing and sharing research on subjects considered to be of top industrial priority.

17 Best Practices in Open Innovation Most companies have the idea that their innovation must be conducted behind close doors, within in-house or captive R&D units, and the fruits of that research and development protected using intellectual property, (IP) legislation via patent, copyright, trademark, as well as contract. These companies strengthen their R&D departments with acquisitions, alliances and selective outsourcing. The Open Innovation Model is the most significant development in the recent years, about creating and managing innovation. The Open Innovation Model embrace collaboration, cooperation, joint ventures, spin-offs and innovation networks. Relevant Examples: Connect and develop programme (Procter & Gamble) NITEworks: program between the UK MoD and Defence Industry

18 seeds and objectives is: the starting point from which technology knowledge is to be developed, capitalised and exchanged; aimed to Identify the best practices within the Group; the Start up of common projects and initiatives focused on innovation and technology development The creating of tangible value is performed the implementation of the following activities, the basis of this challenge: Practice of team building and co-operation within the companies; Capitalization of activities, knowledge, working groups and the experiences done in the Technology Appraisal project; Establishment of communities of practice and innovation within the Group;

19 Development Components Coaching Culture Communication Social Competence leadership People A virtual and physical space Technology Assessment Technology plan Knowledge transfer Tacit to explicit Intellectual property Technology knowledge Community of practices Knowledge Networks Open innovation External collaborations

20 This organization is not suitable

21 this one, foster innovation.. Soft skills (human capital) Flexible networks (relational capital) Mindset and processes to collaborate (structural capital)

22 From Building Technology Working Together to Unconventional Engine for Value Innovation Knowledge Management Technology Governance Start-up Technology Appraisal Knowledge Sharing Technology Plan Common Projects between Companies Technology Transfer A common integrated process between People, Technologies and Knowledge Greater influence within National and European WG (EU R&D Programs, ) Innovation Governance Innovation Governance Intelligence Culture to practice a true MKg/R&D/Strategy partnership for a Value Innovation Innovation as a Process Focus on Customers & Partners (Value Chain) Technology MarketPl@ce Innovation as a Routine Partnership with Customers & Partners (Value Chain) Focus on culture IP exploitation Implementation of the model outside FNM

23 Current Communities The Knowledge including tools, methodologies and IP management supporting Finmeccanica Communities in the Value Innovation Process. Autonomous Systems Radar Simulation for Training Intellectual Property Value Management Integrated Environment for Design & Development Software Unconventional Engine for Value Innovation Advanced Materials

24 Organization Chief Office Project Team SW Council Radar Tech Council Companies Representatives + FNM* xxxx Tech Council Radar Community Champions/ Prospects * It also includes the Community Project Office Community Focus Group

25 Vision & Mission As a consequence of the aggregation of so different companies in terms of culture, history, technologies, business markets and business models Mission harness the skills and the creativity of people throughout companies and giving them a place to share common focuses and express themselves, overcoming the limits of company perspectives and departments... promoting Open Innovation Vision is to be the Unconventional Engine for Value Innovation MindSh@re is a disciplined, repeatable and scalable knowledge model. A process of creating organizational and funding mechanisms that support KM and innovation creation, designing a social system that can spark new ideas and enable critical pro-activity of people. 25

26 ORGANIZATIONAL STRUCTURE: tier # 1 1 st tier: MS Board strategic governance and coordination of the communities and funding Corporate Top managers 2 tier: Councils 3 tier: Focus Groups 26

27 ORGANIZATIONAL STRUCTURE: tier # 2 1 st tier: MS Board 2 tier: Councils Communities of Innovation: Autonomous Systems Advanced Materials Radar Technologies Intellectual Property Simulation &Training Integrated Environments for Design & Development. Software Chairman + Companies Delegates 3 tier: Focus Groups 27

28 ORGANIZATIONAL STRUCTURE: tier # 3 1 st tier: MS Board 2 tier: Councils Social relationship climate: direct, informal, feel important, free to express no hierarchical Community Focus Groups: develop and reach objectives committed by the Council Mentor + Experts 3 tier: Focus Groups 28

29 CFG: act as X-Teams and create a Ba Focus: emerging or disruptive technology or process Lead: by a Mentor Formed: by Champions and Prospects Involvement: of external Experts and Researchers This concrete space of collaboration provides a vehicle for developing, sharing and managing knowledge (a concrete Ba ). 29 Champions & Prospects: Minds Shall be mixed: To feed Prospects To renew Champions

30 Roles and Responsibilities Council Mentor To define the priorities and the themes on which activates the Community Focus Group To identify the Mentors and the business experts (the Champion) that they have to conduct the Community Focus Group, together with resources younger (the Prospect) To value the correspondence between the achieved results and the focus of the project Every Community Focus Group is driven from a Mentor. They are experts of the different companyies involved in the project Community Focus Group The Community Focus Group have to develop the points / objectives that the Council has recognized for the technological area of reference The Champions The Prospects They are people that own high expertise on the topic discussed by the CFG, they have to be: facilitators, innovative, pro-active, collaborated, creative They are young with only 2/3 years of experience, elevated specialist basic competences and strong orientation to the team working and to the personal growth

31 : Community support The Communities are provided with: The model of the process (MindSh@re process) The Technology Appraisal output The support for Knowledge Management System An on-line Community Workspace to share information and documents developed by the Community (Sh@rePoint platform) Forum and Mailing List to support in depth discussions Coaching to support the Community Focus Group Coaching to support each Community Mentor in order to be more effective in the community team-working Strategic Plan Templates and Reviews Performance Monitor Tools

32 Main results Over 2000 engineers, sales managers, business developers, consultants and external experts and researchers, from 30 Italian and 4 UK companies, have been involved; Around 40 CFG are active/year at the heart of a collaboration network (more than 3500 external resources involved) of with one hundred Universities, Centres of Excellence and Research Institutes spread across Italy and Europe; Over 70 M external grants have been received from National and European funding bodies thanking MindSh@re projects and activities; 12 M has been invested in sponsored R&D Projects on emerging technologies, directly by the Corporate and More than 10 M of internal savings have been achieved; 4 inter-company laboratories (Systems Engineering, Mechanical Design and Digital manufacturing, Electronic Packaging and Radar technologies) have been put in place. More than 300, high level, Technological Workshops have been organized. Two national conferences were organized in 2006 and 2008 (MindSh@re Event), in collaboration with the Italian Minister of Defence, to promote the OPEN 32 INNOVATION

33 Riferimenti -Grimaldi M., Rogo F. in Finmeccanica: An Organizational Model Based on Communities Of Innovation in proceedings of European Conference of Intellectual Capital 2009 Haarlem, The Netherlands. Aprile, Cricelli L., Grimaldi M., Rogo F. A Methodology to Assess the Value Creation Capability of Community of Innovation in proceedings of International Working Seminar on Production Economics 2010 Innsbruck, Austria. Marzo, Cricelli L., Grimaldi M., Rogo F. The AMIC-Index. How assessing and managing Intellectual Capital in Communities of Innovation in proceedings of 12 International Conference of Continuous Innovation (CiNet): Doing More with Less Aarhus, Danimarca. Settembre, Romano, A. (2009) Open business innovation leadership: The emergence of the stakeholder university. London: Palgrave MacMillan. Chapter 4, Fostering Innovation by nurturing value-creating communities (Grippa, Di Giovanni, Passiante). 33